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How to Fire Toxic Yet High-Performing Employees

The Jewelers Vigilance Committee and Greenwald Doherty will present a webinar on July 28.

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(PRESS RELEASE) Tune in to an upcoming webinar brought to you by the Jewelers Vigilance Committee’s Law Firm Finder partner, Greenwald Doherty, at 2 p.m. EDT on Wednesday, July 28.

Can you fire an employee who does not behave in a manner consistent with your company’s stated core values if they are also a high-performing employee?

In this presentation, employment attorney Joel J. Greenwald, Esq., explains why having a solid company culture, which is embodied in your policies and practices, could be the best risk mitigation tool you can have – and allow you to eliminate those who don’t “fit” your business. Joel will concentrate on the specific steps necessary to fire a toxic, yet high-performing employee by making your culture an active part of your human resources process.

The discussion will focus much attention on:

  • Why companies get into problems when they fire people who are simply poor “fits”
  • Why employees are never really “employees at will”
  • The best way to legally handle these risky terminations.

Both conceptual and practical, this seminar provides real-world value and practical action steps to attendees. Attendees will leave with a specific step-by-step plan for terminating those employees that most drain company morale.

To register for this webinar, click here.

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When Zadok Master Jewelers in Houston, Texas, decided to move to a new location (they’d been in the same one for the 45 years they’d been in business), they called Wilkerson to run a moving sale. The results, says seventh-generation jeweler Jonathan Zadok, were “off the charts” in terms of traffic and sales. Why? They took Wilkerson’s advice and stuck to the company’s marketing program, which included sign twirlers — something Jonathan Zadok had never used before. He says a number of very wealthy customers came in because of them. “They said, ‘I loved your sign twirlers and here’s my credit card for $20,000.’ There’s no way we could have done that on our own,” says Zadok. “Without Wilkerson, the sale never, ever would have come close to what it did.”

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